| 2015 | |

[Analyzing Organization] | |

Contents Introduction: 2 What is Organizational Behavior? 3 Paradigms 3 Functionalist paradigm 4 Interpretive paradigm 4 Radical humanist paradigm 4 Methodology of data gathering 5 Background information about the organization: 5 Analyzing data with literature review 6 Definition of Culture and Culture in McDonald 6 McDonald's development in China 7 Relating Schein’s model with McDonald 8 Levels of culture: 8 Artefacts: 8 Values: 9 Basic assumptions: 10 Conclusion: 10 References: 12

Introduction:
An organization or company can be defined as the developed social elements by the humans in order to serve some kind of purpose. Generally the organization is consisting of an individual or a group of people purposely systemized or organized to achieve a common and an overall goal or set of goals. Usually organizations range in size from one person to thousands. Almost every organization has a structure of management that regulates relationships between the members and different activities and authority , responsibilities and assigning role to carry out different tasks within and outside of organization.
An Organization is social arrangements for achieving controlled performance in pursuit of collective goals (According to Buchanan & Huczynski (1997). There are many vital aspects to keep in consideration about the goal of the business organization. These features are categorical (recognized and cautious) or implicit (operating unrecognized). Ideally, these structures are carefully established and kept in consideration, generally done when strategic planning process being done.
Organizations are goals which are created to serve some purpose, Achieving the purpose or the goals for the organization normally requires that human activity be deliberately structured and coordinated in some way, thus there will be identifiable parts or activities (Rollinson, 2008). Though, this definition does not mean that each individual has same or common goals and also that everyone in organization could be conscious about the goals pursued by the organization.
There are some major subsystems of organizations, such as divisions, departments, teams, programs, etc. Along with other subsystem, each subsystem has its own way of doing things to achieve the overall goals of the organization. Often, these processes and systems are defined by policies, plans and procedures.
To interpret all of the above major parts of an organization depends very much on the values and nature of management. People can assess organizations as organisms, groups, machines, families, etc.

What is Organizational Behavior?
In an organization why do people always behave a certain way? What are those factors which affect their job performance, commitment to their job, employee interaction, managerial style and leadership? Organizational behavior is the study of both individual and group activity and performance within an organization.
Organization behavior is the study about examining human behavior in an organization and work environment and determines its influence on job performance, motivation, communication, leadership, etc. External and Internal points are two models of how organizational behavior can be examined by organizations.
From the definition above of organizational behavior, it can be stretched to a wide range of topics, such as: * Leadership * Cross-cultural management * personality, values, ethics * motivation * interpersonal communication * change management
Paradigms
A paradigm is an example or pattern of a specific topic or something. It also means the perception of something in mind and pattern of thought or a mental picture. Thomas Kuhn introduced the concept of knowledge paradigm in 1962. He used the word to mean the model that scientists hold about a particular area of knowledge. Paradigm is a set of concepts, assumptions, values, and practices those establish a way of making real picture for the community that bonds them, especially in a rational discipline. And the outlines about how people view the reality, people from different school of thought, what kind of systematic tolls they use for the understanding of the science and what kind of descriptions can describe their way of thinking.
More significantly, a paradigm consists of the shared beliefs and assumptions of knowledge producers about what knowledge is, which shared beliefs and assumptions are institutionalized through support structure, such as universities, and through training (Corlett and Forster, 2004). Four paradigms have defined by Burrell and Morgan: Functionalist, Interpretive, Radical structuralist Paradigm and Radical humanist paradigm
Functionalist paradigm
Functionalist Paradigm is a primary paradigm for the study of organizations. It assumes rational human believes and actions, one can understand behavior through hypothesis testing.
Most conventional theories of organizational behavior and analysis behavior will fall under this paradigm. The functionalist beliefs the managerial interests as a hierarchy were the rules and regulations and power in an organization is an important factor in their organization. (Jackson and Carter, 2007)
Interpretive paradigm
Interpretive paradigm pursues to explain the constancy of behavior from the viewpoint of individuals.
Interpretivist paradigms are the ones which are concerned with regulation but understand the real world situation. Interpretivist paradigms are more realistic and believe relationship within the organization with some rules and regulation is the best work place to work referred from (Jackson and Carter, 2007).
Radical humanist paradigm
The Radical humanist paradigm is concerned with liberating social bounds that limit human prospective. They see the existing prevailing ideologies as splitting people from their true characters.
Radical humanists are the far opposite of the functionalist. According to Jackson and Carter, this paradigm shares the interpretivist view of organizations as social construction but also shares the radical structuralist view of the organizations as instruments of power and domination. Radical humanist believe in change and structural way of communication in an organization and more subjective in decision making.
Radical structuralist paradigm
Radical structuralist paradigm is about inherent structural conflicts within society that generate constant change through social, economic and political crisis.
Radical structuralist is the ones which share the view of the functionalist were the organizational power and structure is the important factor where this paradigm concentrate in a structural relationship in an organization (Jackson and Carter, 2007).
There are two fundamental core principles identified by Burrell and Morgan which divided the researchers in two groups: the Subjective dimension and Objective dimension.
Understanding an individual’s paradigm from a questionnaire cannot be figured out that the individual’s right view of which paradigm he falls in since it is just a simple workout and the impact of individual’s mood is high when he gives answers of that questionnaire. So, it is subjected to change from one organization to another. (Collins, 1996)
Methodology of data gathering
The name of the organization which I am going to see in this study is McDonald. I have chosen this organization because it is an international company. So, it will be easy to gather the data or information and analyze the organization to the core. One of other reasons for choosing this company is that I often visit their different franchises so it will be easy for me to collect any required information. Our often visit to place help us to know what is the culture and the structure followed up in the company. What are the updated techniques involved and to develop customer satisfaction. These previous experiences in MacDonald will be helpful to bring out my thoughts regarding culture of the company when I will proceed further in study.
Background information about the organization:
McDonald is an international fast food company having its chain across the world. It is one of the leading restaurant chains in the world. In 1940 this long journey of the burger brand, when two brothers, Dick and Mac McDonald started the first McDonald's restaurant in San Bernardino, California. In early stages they started a hotdog stand, but after founding the restaurant they starting serving around 25 items, Most of them were barbequed. It became a famous and very profitable. In 1948 the brothers closed the restaurant and then reopened it to sell only hamburgers, French fries and milkshakes.
As per the history of McDonald's, the major revenue of company started coming from hamburgers, which were introduced at a nominal price of 15 cents. The restaurant slowly became popular and the McDonald brothers started franchising their restaurant in the 1953. The first franchise was sold to Neil Fox who opened the restaurant in Fresno, California. It was the first to present the Golden Arch design. The third and fourth restaurants were opened in Saginaw, Michigan and Downey, California, respectively.
Analyzing data with literature review
Definition of Culture and Culture in McDonald
Organizational culture remains a provocative concept. The concept of culture is in itself a social concept. Hence the concept of organizational culture should be regarded as the social concept of an organization and is an explanation of the way how the organization behaves. Fundamentally culture is a very assorted subject as it varies different from company to company and from country to country. Organizational culture is distinct as the collection of comparatively uniform and durable customs, practices, values, beliefs and traditions that are shared by an organization’s member, learned by new workers, and conveyed from one generation of employees to the next (Buchanan and Huczynski, 2004).
According to the above definition of culture, it is understandable that culture in one organization is different from other organization. Each and every organization has their own values, tradition, beliefs and practices in them. Though, “organizational culture” is a systematically accepted idea which used to outline and describe the joint individual behavior within the company. The culture has an important impact to achieve the development of the organization’s aims.
Different cultures usually created by the top management or by the initiators who build that organization. But sometimes top level management in organization tries to change the culture of the organization built on the condition and location in which the organization is based.
Since the definition of culture is rich and colorful. It includes art, history, literature, music, traditions, religious beliefs, and customs. And culture of food is a part of the customs, which can reflect a country's culture in a definite sense. I found that as one of the biggest food retailers in all over the world, McDonald's culture reflects the essence of American culture. As a miniature of American culture, McDonald's transmits with it 3 features namely integration, aggressiveness and equality, these features are also well prominent in the culture of America. Tracing back to history of America, Americans in the formation of pioneer and innovative spirit is embodied in the movement. Further, the early Americans were behind Europe, and they also had the desire to stimulate their material wealth to tough the new heights. As a big country of migrants, culture of America is a combination of multi-ethnic. In American history the independence revolution in the people of America for equality, freedom has played a vital role.
McDonald's development in China
When McDonald opened its first franchise in Beijing, China it become very popular. Now, McDonald's branches has spread all over the world, it has branches in almost every county. China is a big country with a large number of populations of 1.200.000.000. Being added with the traditional food culture of China like "the food does not be disgusted with the best", the diet regarding issue is still playing a vital part in the Chinese people's life. The Pekingneses, who are no more in trouble with the basic needs has the capability and also keen to change their traditional food habit. There are people who don't want to spend too much money but can taste something extra ordinary, especially for the person with daily wage and having only one child, the western fast food that is totally different from everyday Chinese food in the eating way and consuming things, naturally has great temptation because it is clean, fast and cheap.
How McDonald got popularity within the people of China? It also embodies the two features of McDonald's culture, which richly reflected in McDonald's promotion in China. 1. The promotion about social status. These kinds of promotions highlight a way of the white collar. McDonald promises that people can enjoy a modern decency life in their outlets and we feel more relaxed and gladder than the people who don't go to the McDonald. 2. The advertisements about the traditional values and customs. These group of promotions show that the McDonald's follows the Chinese traditional values and customs, such as rejoicing the Spring Festival, loving calligraphy, making wishes for the New Year, art and respecting the old. These are Chinese precious value.
Relating Schein’s model with McDonald
One of the widely discussed models of culture is Edgar Schein’s model. Organizational culture divided in to three levels (Buchanan and Huczynski), each eminent by its reflectiveness and approachability by individuals. Organizational culture is the shape of basic assumption which a group has developed, invented or discovered in learning to manage with its issues of external integration and adaptation, which have worked well enough to be considered valid, and therefore to be taught to new members as the correct way to perceive, think and feel in relation to the problems (Schein, 1985).
Schein’s fundamental view is that culture is the sharing of meaning and the sharing of basic assumptions among organizational employees (Buchanan and Huczynski, 1997). According to Schein’s theory of organizational culture there are three levels of culture described. The three levels of cultures are Artifacts, Values and Basic assumptions.
Levels of culture:
Artefacts:
Artefacts is the first level of culture. It is considered to be the only noticeable factor in a culture. Artefacts are expressions or display of the same culture fundamental that produces and preserves the norms and values. However, their future distance from the fundamental can make it even more problematic to interpret their cultural implication (Hatch, 2006).
The major element of Artefacts of McDonald is a clown character used as the mascot of McDonald’s fast food restaurant chain. In earlier years the promotions showed Ronald in his fantasy world called ‘McDonald land’ and his ventures with Mayor McCheese, the Hamburglar, Birdie, Grimace, and The Fry Kids. In current years McDonald land has phased out and Ronald is shown interacting with kids in their everyday life. Ronald was introduced by Willard Scott in 1963. Since then Ronald has seemed in books, movies, comics and video games. He has become well known all over the world. Many people with full time jobs making appearances in the Ronald costume visiting places such as children’s hospitals. There is a Ronald McDonald House in Winston where parents can stopover for night while their children are in the hospital so they can be close to them. Other Elements of Artifact of Macdonald’s are Dress code of its employee, there unique outlets, Golden Arch and Design of their logo (shape, color and font)
Values:
The next level in Schein’s layered conceptualization of culture is the values and beliefs. Values are the social principles, goals and standards that cultural members believe have intrinsic worth (Hatch, 2006). Organizational values are those things that have personal or organizational worth or meaning to the founders or senior management. Values are typically based on moral, societal or religious precepts that are learned in childhood and modified through experience (Buchanan and Huczynski, 1997). Where do these values come from? Values are the views of the original founder, as modified by the company’s current management (Schein, 2004).
McDonalds business strategy is to provide the best thing to customer and to do the right things to the community they serve as well as to the employees of the organization. McDonalds has a strong business culture and helpful about the global youth employment. In McDonalds every process has a very specific rules and regulations of how it should be carried out. It tries to deliver best support to its workers. It is dedicated to deliver the customers high level of quality, value, cleanliness and service. McDonalds have systematic rules to follow and are inclined towards good health.
The following are experienced in the organization: * Fast customer service * Simple Decision making * Free from blunder happening. * Clean premises of the restaurants. * Very well maintained facilities * They built teams and effective team work with specified work. * Full mechanism of every link of the supply chain * Standards are based on cleanliness, value and quality. * Safety of food is the important reflection of the company * Rewards and better scope for promotions on the basis of performance.
Basic assumptions:
Basic Assumption is the third level in Schein’s layered conceptualization of culture. In Schein’s view they are ‘fundamental beliefs that are so taken for granted that most people in a cultural unit subscribe to them but not in a conscious way (Rollinson, 2008). These assumptions are formed inside the company when it is created. Assumptions which are formed in the beginning don’t change often.
Sense of mutual respect in McDonald can be seen among the employees, does not matter in what positions are and in what department they are working. As everyone knows that the fast food is a competitive one in all over the world so, there is always a feel of competition between the different fast food chains. McDonald is more protective the society around in which it operates. They ensure that their restaurants do not harm the atmosphere and environment. They make sure the quality of services for their customers. With the short span of shift timings of employee, they it make easy to them to treat the customer with full care and affection.
Conclusion:
The Quality Service Cleanness cultural of McDonald's is the reason of its entrepreneurship in the global food industry and the most characteristic charm, Quality Service Cleanness (quality artistic work of high order, and thoughtful service, and a clean environment) is McDonald's has always followed Corker business entrepreneurship. With current social economic development and improved quality of consumer culture, they found that only those three were not enough, then "V" were added which stand for Value as an important supplementary content, to construct a complete McDonald's entrepreneurship spirit.
Beyond providing a rewarding and energetic workplace, McDonald’s works collaboratively with its suppliers and franchisees and has established its commitment to corporate social responsibility. One of the examples is The Ronald McDonald House Charities by the company which makes an impact on many lives.
To sum up with, McDonalds is the biggest food restaurant, it is following the best way to launch new products and come up with the best solutions to any kind of problem. And if it keeps these standards it will remain world’s leading fast food chain for years.

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